Shared Authentic Leadership and New Venture Performance

By Keith M. Hmieleski, Michael S. Cole, Robert A. Baron. 2012

270 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/34d08afa9233a887735254b31f1b0e3800a6d2c7

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

A meta-analytic review of authentic and transformational leadership: A test for redundancy (2016, unknown): “It was decided to exclude the study by Hmieleski, Cole, and Baron (2012) as these authors applied a reference-shift composition model to their AL scale so as to characterize AL of entire teams instead of individual leaders.”
How Authentic Leadership Influences Team Performance: The Mediating Role of Team Reflexivity (2017, background): “…of authentic leader behavior to average levels of authenticity exhibited by team members which, in turn, predicted team performance, while Hmieleski et al. (2012) reported that top management teams’ shared authentic leadership was related to firm performance via positive affective tone.”
Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, unknown): “At the firm level, Hmieleski et al. (2012) found that shared authentic leadership of top management teams increases positive affective tone, and this positively influences firm performance.”
Group affective tone: A review and future research directions (2013, background): “Kaplan et al. (2012) studied nuclear power plant crews during simulated crisis situations and found that lower variance in team members’ trait PA led to reduced experience of negative emotions during the crisis, which led to more effective team performance during the crisis.”
The Dark Triad and Nascent Entrepreneurship: An Examination of Unproductive versus Productive Entrepreneurial Motives (2016, background): “This point is of crucial importance considering the need for entrepreneurs to build teams and lead employees (Hmieleski, Cole, and Baron 2012; Klotz et al. 2014).”
Shared leadership: A state-of-the-art review and future research agenda (2018, unknown): “Some researchers have taken an aggregation approach, also known as the referent‐shift approach (Chan, 1998), to measure shared leadership (e.g., Avolio, Jung,Murry, & Sivasubramaniam, 1996; Ensley et al., 2006; Hmieleski et al., 2012; Pearce & Sims, 2002).”
Top management team faultlines and firm performance: Examining the CEO-TMT interface (2017, unknown): “…work should continue to shed light on the various micro-level CEO-TMT processes, such as leader-member exchange (Lin & Rababah, 2014), shared mental models (Mathieu et al., 2000), and shared authentic leadership (Hmieleski et al., 2012) that moderate the performance effects of TMT configuration.”
Disentangling the antecedents of ambidexterity: Exploration and exploitation (2018, methodology): “When contacting the firms we sought to interview the CEO as they are generally deemed to be most knowledgeable about issues such as TMT processes and firm performance (Hmieleski et al., 2012; Simsek et al., 2005).”